Research Paper代寫范例-人類行為ERG理論研究。本文是一篇本站提供的research paper代寫參考范文，主要內(nèi)容是講述任何組織內(nèi)部的人為因素對組織的成功都是動態(tài)的，就像高質(zhì)量的產(chǎn)品制造、為客戶提供服務(wù)或按時交付一樣。當(dāng)管理者完成他們經(jīng)營成功企業(yè)的日常工作時，他們必須考慮他們控制范圍內(nèi)的員工，以認(rèn)識到個性特征、動機(jī)和組織文化如何在組織當(dāng)前和未來的成功中發(fā)揮作用。下面就一起來看一下這篇research paper代寫范例的具體內(nèi)容。

The human factor within any organization is as dynamic to the success of the organization as quality product manufacturing, service to customers or making deliveries on time. As managers go through their daily routines of running a successful business, they must consider the employees within their control to recognize how personality traits, motivation, and the organizations culture play in the current and future successes of the organization.

Maslow and ERG Theories

When talking about the ERG Theory of motivation and touching on the Maslow Theory of motivation, one first must understand the definition of motivation. There are different definitions for motivation but the one we used for the purpose of this class is “the process that account for an individual’s intensity, direction, and persistence of effort toward attaining a goal” (Bethel, 2005). In the past as well as presently, managers were under the assumption that when an employee lacked motivation due to being lazy. Motivation has been viewed as a personal trait, which means some managers seem to think that some employees have what it takes to get things accomplished and some do not (Bethel, 2005).

任何組織內(nèi)部的人為因素對組織的成功都是動態(tài)的，就像高質(zhì)量的產(chǎn)品制造、為客戶提供服務(wù)或按時交付一樣。當(dāng)管理者完成他們經(jīng)營成功企業(yè)的日常工作時，他們必須考慮他們控制范圍內(nèi)的員工，以認(rèn)識到個性特征、動機(jī)和組織文化如何在組織當(dāng)前和未來的成功中發(fā)揮作用。

馬斯洛與ERG理論

當(dāng)談到ERG動機(jī)理論和馬斯洛動機(jī)理論時，首先必須理解動機(jī)的定義。動機(jī)有不同的定義，但我們在本課程中使用的定義是“說明個人實(shí)現(xiàn)目標(biāo)的強(qiáng)度、方向和持續(xù)努力的過程”（Bethel，2005）。過去和現(xiàn)在，當(dāng)員工因懶惰而缺乏動力時，管理者都會認(rèn)為這是一種假設(shè)。動機(jī)被視為一種個人特質(zhì)，這意味著一些管理者似乎認(rèn)為有些員工具備完成任務(wù)的能力，而有些則不然（Bethel，2005）。

The ERG Theory (existence, relatedness, growth) is a rework of the Maslow’s need hierarchy by Clayton Alderfer from Yale University (Bethel, 2005). Both theories have similarities as well as differences on some important aspects. Although Alderfer does not disagree with Maslow’s hierarchy of needs completely, he does not agree with all of them. As with any theory, you will have those who will agree as well as disagree as to which is the most applicable.

Maslow Theory

The Maslow theory is a five step process that each step has to be met before you move to the next step. The first step in the Maslow theory is the Physiological Needs; which are a person basic needs that are vital for survival. They include air, food, water, warmth, sleep, and all the things to make a person comfortable with living.

Once the first step is completed you move to the next step which is Security Needs; which is a person’s need for security and safety. Security needs are not as important as physiological needs, but are important for survival. Examples of security needs are security from the elements, car insurance, and health insurance, a nest egg living in a safe neighborhood, a retirement plan, and job security. With the most important being job security. If a person has steady employment, then they can provide themselves with the things they need to make them feel safe and secure.

After completing the first two steps, physiological and security needs, one is ready to advance to the third step, Social Needs. This person has the need to feel love and affection, as well as belonging with groups. In day-to-day living one would want to belong to a community, church, get married and have a family as long as they felt needed.

The fourth step of the Maslow theory is the Esteem Need Theory, which has two versions a lower one and a higher one. The lower is for one to get the respect of others, social status, glory, achievement, and even dominance. The higher form is self respect, self achievement, independence, and freedom. These are considered “higher” because, once you have self respect it is much harder to loose.

The final step in the Maslow theory and in his opinion the most important is the Self-Actualizing Needs. This theory these people should be self-aware, mostly concerned with personal growth, “be all you can be” in fulfilling your personal growth. These are the people that want to become most complete, hence the term self-actualization.

ERG Theory

The ERG theory is a spin off of the Maslow theory by Clayton Alderfer. The ERG Theory is similar to Maslow as it also describes the needs of hierarchy. The ERG Theory takes place in three steps, which are existence, relatedness, and growth.

Existence (psychological and safety) is the lowest level need per Clayton; this is the need to stay alive and safe, now and in the future. This is the psychological and physical needs, once this is met people feel safe and comfortable.

The next level, relatedness (social and external) is the need to be social and maintaining relationships with family, peers, or fellow employees. We want to understand what people think of us, and are hurt when we feel as though we do not fit in with the group.

Growth (internal esteem and self actualization) is the last step and the most important of the three. A person has to have self-development, personal growth, and a since of accomplishment. When we are self-developed, one has a feeling of achievement, fulfillment and wholeness.

Similaritie

When reading both theories, one can see what the similarities and differences in each. Both theories are similar in the fact they both agree there is a need of hierarchy. They both say the bottom need is not as important as the need ranked last on the hierarchy scale. The ERG theory can be mapped to the Maslow theory “existence needs have priority over relatedness needs, which have priority over growth”. www.netmba.com/mgmt/ob/motivation/erg/

Differences

The Maslow theory dictates that each need must be met in order and completed before one can move to the next level. There are five steps in the Maslow theory, compared to ERG which has combined the steps into three needs and not steps. The ERG theory says you can work on levels simultaneously. Maslow’s theory could best be demonstrated by using a pyramid diagram with the lower level need physiological need on the bottom and the most important need self-actualizing need on top. Once each level is completed there is no going back to any lower level need. ERG can best be described as a flow chart where each need is met, but if circumstances change you could go back to a lower level need. When employees are satisfied there will be progression, but when an employee is frustrated there will be regression.

The ERG theory is more flexible and states that an employee can be motivated simultaneously by more than one need level. An example of this would be, if an employee had met a goal on time and which satisfied their growth need, even though their growth need had not been satisfied.

Frustration-Regression Principle

This is a process that is included in the ERG theory as an employee is having problems attaining satisfaction of a higher need. The employee becomes frustrated and regresses to the next lower need level. For example, if an employee can not meet their growth need, they will become frustrated and the will revert back to the relatedness need and this will become their source of motivation. If the growth level is too difficult for the employee to reach, they then will revert back to the lower level need that is easier to achieve. This is not what you want to see happen in the work place. Growth needs to be obtainable, if not employees become frustrated, regress back to relatedness needs and start socializing with other employees which can cause a breeding ground for dissatisfaction, gossip, and resistance. Employees may tend to talk about better working conditions, more money, or better benefits. 

ERG理論（存在、關(guān)聯(lián)、增長）是耶魯大學(xué)的Clayton Alderfer對馬斯洛需求層次結(jié)構(gòu)的修正（Bethel，2005）。這兩種理論在一些重要方面既有相似之處，也有不同之處。盡管Alderfer并不完全不同意馬斯洛的需求層次，但他并不完全同意所有需求。與任何理論一樣，對于哪種理論最適用，你會有同意和不同意的人。

馬斯洛理論

馬斯洛理論是一個五步過程，在進(jìn)入下一步之前，每一步都必須完成。馬斯洛理論的第一步是生理需求；這是一個人的基本需求，對生存至關(guān)重要。它們包括空氣、食物、水、溫暖、睡眠，以及所有讓人生活舒適的東西。

完成第一步后，您將進(jìn)入下一步，即“安全需求”；這是一個人對安全保障的需要。安全需求不如生理需求重要，但對生存很重要。安全需求的例子包括來自自然環(huán)境的安全、汽車保險和健康保險、在安全的社區(qū)生活的積蓄、退休計劃和工作保障。最重要的是工作保障。如果一個人有穩(wěn)定的工作，那么他們可以為自己提供所需的東西，讓自己感到安全。

在完成前兩個步驟，生理和安全需求后，準(zhǔn)備進(jìn)入第三個步驟，社會需求。這個人需要感受愛和感情，以及與群體的歸屬感。在日常生活中，只要他們覺得需要，人們就會想加入一個社區(qū)、教堂、結(jié)婚和組建家庭。

馬斯洛理論的第四步是自尊需要理論，它有兩個版本——低版本和高版本。越低，越能獲得他人的尊重、社會地位、榮譽(yù)、成就，甚至統(tǒng)治地位。更高的形式是自尊、自我成就、獨(dú)立和自由。這些被認(rèn)為是“更高”的，因?yàn)橐坏┠阌辛俗宰穑秃茈y放松。

馬斯洛理論的最后一步，在他看來，最重要的是自我實(shí)現(xiàn)的需要。這一理論認(rèn)為，這些人應(yīng)該有自我意識，主要關(guān)注個人成長，“盡你所能”實(shí)現(xiàn)個人成長。這些人都是想變得最完整的人，因此被稱為“自我實(shí)現(xiàn)”。

ERG理論

ERG理論是Clayton Alderfer對馬斯洛理論的衍生。ERG理論與馬斯洛相似，因?yàn)樗裁枋隽说燃壷贫鹊男枨蟆RG理論分為三個階段，即存在、關(guān)聯(lián)和成長。

存在（心理和安全）是每個克萊頓的最低需求；這就是現(xiàn)在和未來保持生命和安全的需要。這是心理和身體上的需求，一旦得到滿足，人們就會感到安全和舒適。

下一個層次，關(guān)系（社會和外部）是需要社交，并與家人、同事或同事保持關(guān)系。我們想了解人們對我們的看法，當(dāng)我們覺得自己不適合這個群體時，我們會受到傷害。

成長（內(nèi)在尊重和自我實(shí)現(xiàn)）是最后一步，也是這三步中最重要的一步。一個人必須有自我發(fā)展、個人成長和成就感。當(dāng)我們自我發(fā)展時，一個人會有成就感、成就感和完整感。

相似性

當(dāng)閱讀這兩種理論時，人們可以看到每種理論的相似之處和不同之處。這兩種理論的相似之處在于，它們都同意需要等級制度。他們都表示，最底層的需求不如排名最后的需求重要。ERG理論可以映射到馬斯洛理論“存在需求優(yōu)先于相關(guān)需求，相關(guān)需求優(yōu)先于增長”。www.netmba.com/mgmt/ob/motivation/erg/

差異

馬斯洛理論規(guī)定，每一種需求都必須按順序滿足并完成，然后才能進(jìn)入下一個層次。與ERG相比，馬斯洛理論中有五個步驟，ERG將這些步驟合并為三個需求，而不是步驟。ERG理論說，你可以同時在水平面上工作。馬斯洛的理論最好用金字塔圖來證明，金字塔圖的底部是較低層次的生理需求，頂部是最重要的自我實(shí)現(xiàn)需求。一旦每個級別都完成了，就不會再回到任何較低級別的需求。ERG可以最好地描述為滿足每種需求的流程圖，但如果情況發(fā)生變化，你可以回到較低級別的需求。當(dāng)員工感到滿意時，就會有進(jìn)步，但當(dāng)員工感到沮喪時，就會倒退。

ERG理論更靈活，指出員工可以同時受到多個需求水平的激勵。一個例子是，如果一名員工按時實(shí)現(xiàn)了一個目標(biāo)，并滿足了他們的成長需求，即使他們的成長需要沒有得到滿足。

挫折回歸原理

這是ERG理論中包含的一個過程，因?yàn)閱T工在獲得更高需求的滿足方面存在問題。員工變得沮喪，并倒退到下一個較低的需求水平。例如，如果員工不能滿足他們的成長需求，他們會感到沮喪，并會回到相關(guān)需求，這將成為他們的動力來源。如果增長水平對員工來說太難達(dá)到，那么他們將恢復(fù)到更容易達(dá)到的較低水平的需求。這不是你希望在工作場所發(fā)生的事情。成長需要是可以獲得的，如果不是，員工會變得沮喪，回歸到相關(guān)需求，并開始與其他員工社交，這可能會導(dǎo)致不滿、流言蜚語和阻力的滋生。員工可能傾向于談?wù)摳玫墓ぷ鳁l件、更多的錢或更好的福利。

It is a manager’s job to determine the needs of each of their employees to make sure they are being utilized at their highest potential. The first question a manager should ask about each employee is “what will it take to motivate this employee”? A manager has to understand the each employee will have different needs. These needs could change weekly, monthly, or even daily and a manager has to be aware of these changes. Circumstances in employee’s personal life and well as professional life will have an impact on their needs changing.

The manager or supervisor, your impact on an employee’s motivation is very important. The way you speak, your body language, and the look on your face are observed by your employees and this tells them what you think about them as individuals.

As a manager, working with several employees that have been with the company for twenty-five or more years, one has to understand when needs change. One also has to understand that when a person has been doing the same job for this long, they could become bored and complacent with their work. At Gerdau Ameristeel this is not the case, we as managers are responsible to assign work with goals that are attainable and a value to the company.

You as a manager will also dictate how your employees’ day will start and finish. When you first have a meeting with your employees in the morning, and you come in grumpy, sleepy looking, a frown on your face, then word will get out across the floor to stay clear of the boss he is in a bad mood. This has a negative impact on the work force and has employees trying to do their work and watching out not to cross your path.

Come in and have a smile on your face and greet the employees with a happy tone and talk about the goals of the day and reassure them of your confidence in their ability of obtaining these goals and you will have a happy work place. It all starts with the manager and the employee’s first impression of the day.

Organizational Culture

Possibly when most of us think about culture, we think of social, religious, or ethnic groups. Rarely do we consider the culture of organizations and the different characteristics that those groups possess that make them unique. Organizational culture could be thought of as a community. It takes the whole community working together to exists. Organizational culture defines the group, sets boundaries, creates identity, promotes the group instead of individual interests, and allows for stability of the group (Bethel College, 2004).

We need to recognize the importance of organizational culture and how it develops employees as they enter an organization. The initial entry of an individual into an organization is the process known as socialization. It is the process that adapts the employees to the organization’s culture (Bethel College, 2004). There are three stages that an individual will go through when entering an organization: prearrival, encounter, metamorphosis. The prearrival stage is critical for a prospective employee to keep an open mind to the role that they will play in the organization. Everyone comes in with their own values, prior work experience, attitudes, and behaviors. Before ever joining the organization, the individual is exposed to what is to be expected of them. This process allows both to see if they would benefit from each other. Next, is the encounter stage where three things will occur: the individual will realize what is expected of them, how these things will differ from what they previously thought, let go of any preconceived ideas about the organization, roll up their sleeves and get ready to work, or recognize that they have made a mistake and will never fit in with the new organization. Finally, the metamorphosis stage is realized when the new employee has become comfortable with the job and has accepted the role that they will play in the organization.

As a manager, I have an open-door policy with the employees in my department. Allowing them to express frustrations, concerns, new ideas, customer satisfaction or dissatisfactions keeps communication flowing. This seems to be greatly appreciated among our group to encourage teamwork. We spend as much time with coworkers as our family these days and a happy group is a productive group.

The human factor within any organization is as dynamic to the success of the organization as quality product manufacturing, service to customers or making deliveries on time. Whether it is a theory or hierarchy of needs, motivation of employees with the organization or the organizational culture; we must nurture the human part within the organization to succeed.

Reference

Bethel College (2005). Human Behavior in Organizations. Boston: Pearson

經(jīng)理的工作是確定每位員工的需求，以確保他們被最大限度地利用。經(jīng)理應(yīng)該問每個員工的第一個問題是“如何激勵員工”？經(jīng)理必須了解每個員工都有不同的需求。這些需求可能每周、每月甚至每天都會發(fā)生變化，經(jīng)理必須意識到這些變化。員工個人生活和職業(yè)生活中的環(huán)境會對他們的需求變化產(chǎn)生影響。

對于經(jīng)理或主管來說，你對員工動機(jī)的影響是非常重要的。你說話的方式、肢體語言和臉上的表情都會被你的員工觀察到，這告訴他們你對他們個人的看法。

作為一名經(jīng)理，與幾名在公司工作了25年或更長時間的員工一起工作，一個人必須了解需求何時發(fā)生變化。人們還必須明白，當(dāng)一個人做同樣的工作這么長時間時，他們可能會對自己的工作感到厭倦和自滿。在Gerdau Ameristeel，情況并非如此，我們作為管理者有責(zé)任為公司分配可實(shí)現(xiàn)的目標(biāo)和價值。

作為一名經(jīng)理，你還將決定員工一天的開始和結(jié)束方式。當(dāng)你早上第一次和員工開會時，你進(jìn)來時脾氣暴躁，看起來很困，皺著眉頭，然后會有消息傳出，告訴老板他心情不好。這對勞動力產(chǎn)生了負(fù)面影響，讓員工努力做好自己的工作，并注意不要越過你的道路。

進(jìn)來，面帶微笑，用愉快的語氣問候員工，談?wù)摦?dāng)天的目標(biāo)，讓他們放心，你相信他們有能力實(shí)現(xiàn)這些目標(biāo)，你會有一個愉快的工作場所。這一切都始于經(jīng)理和員工對一天的第一印象。

組織文化

也許當(dāng)我們大多數(shù)人想到文化時，我們想到的是社會、宗教或種族群體。我們很少考慮組織的文化以及這些群體所具有的使其獨(dú)特的不同特征。組織文化可以被視為一個社區(qū)。需要整個社區(qū)共同努力才能生存。組織文化定義了群體，設(shè)定了界限，創(chuàng)造了身份，促進(jìn)了群體而不是個人利益，并允許群體的穩(wěn)定（Bethel College，2004）。

我們需要認(rèn)識到組織文化的重要性，以及它如何在員工進(jìn)入組織時培養(yǎng)他們。個人進(jìn)入組織的最初過程被稱為社會化。這是使員工適應(yīng)組織文化的過程（貝瑟爾學(xué)院，2004年）。當(dāng)一個人進(jìn)入一個組織時，會經(jīng)歷三個階段：出生前、相遇、蛻變。入職前階段對于未來的員工保持對他們將在組織中扮演的角色的開放心態(tài)至關(guān)重要。每個人都有自己的價值觀、以前的工作經(jīng)驗(yàn)、態(tài)度和行為。在加入組織之前，個人會接觸到對他們的期望。這一過程使雙方都能看到彼此是否會從中受益。接下來是遭遇階段，會發(fā)生三件事：個人會意識到對他們的期望，這些事情與他們之前的想法有何不同，放下對組織的任何先入為主的想法，卷起袖子準(zhǔn)備工作，或者認(rèn)識到自己犯了錯，永遠(yuǎn)無法融入新的組織。最后，當(dāng)新員工對工作感到滿意并接受了他們將在組織中扮演的角色時，就實(shí)現(xiàn)了蛻變階段。

作為一名經(jīng)理，我對本部門的員工持開放政策。允許他們表達(dá)沮喪、擔(dān)憂、新想法、客戶滿意度或不滿意度，可以保持溝通的流暢性。這似乎在我們團(tuán)隊(duì)中得到了極大的贊賞，以鼓勵團(tuán)隊(duì)合作。這些天，我們花在同事身上的時間和家人一樣多，快樂的團(tuán)隊(duì)是一個富有成效的團(tuán)隊(duì)。

任何組織內(nèi)部的人為因素對組織的成功都是動態(tài)的，就像高質(zhì)量的產(chǎn)品制造、為客戶提供服務(wù)或按時交付一樣。無論是理論上還是層次上的需求、員工的動機(jī)與組織還是組織文化；為了取得成功，我們必須培養(yǎng)組織中的人。

參考

伯特利學(xué)院（2005年）。組織中的人類行為。波士頓：培生

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